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Статті в журналах з теми "Реінжиніринг виробництва"
Верба І.І., к.т.н., Даниленко О.В. к.т.н. та Самойленко О.В., к. т. н. "РЕІНЖИНІРИНГ – ЯК ШЛЯХ ТЕХНІЧНОГО ОНОВЛЕННЯ ПІДПРИЄМСТВ". Перспективні технології та прилади, № 15 (19 грудня 2019): 6–12. http://dx.doi.org/10.36910/6775-2313-5352-2019-15-1.
Повний текст джерелаSobchuk, V. "МЕТОДИКА СТВОРЕННЯ ЄДИНОГО ІНФОРМАЦІЙНОГО ПРОСТОРУ НА ВИРОБНИЧОМУ ПІДПРИЄМСТВІ З ФУНКЦІОНАЛЬНО СТІЙКИМ ТЕХНОЛОГІЧНИМ ПРОЦЕСОМ". Системи управління, навігації та зв’язку. Збірник наукових праць 6, № 58 (28 грудня 2019): 84–91. http://dx.doi.org/10.26906/sunz.2019.6.084.
Повний текст джерелаКостенюк, Наталія. "АРХЕТИПІКА РЕІНЖИНІРИНГУ В КОНТЕКСТІ УДОСКОНАЛЕННЯ ДІЯЛЬНОСТІ ОРГАНІВ МІСЦЕВОГО САМОВРЯДУВАННЯ". Public management 18, № 3 (29 травня 2019): 252–61. http://dx.doi.org/10.32689/2617-2224-2019-18-3-252-261.
Повний текст джерелаТаранюк, Л. М. "Стратегічна оцінка діяльності промислових підприємств при реінжинірингу бізнес-процесів на виробництві". Маркетинг і менеджмент інновацій, № 3 (2014): 165–75.
Знайти повний текст джерелаДикань, Володимир, та Мирослава Корінь. "Концепція впровадження цифрового реінжинірингу в діяльність промислових підприємств". Adaptive Management Theory and Practice Economics 8, № 16 (15 вересня 2020). http://dx.doi.org/10.33296/2707-0654-8(16)-02.
Повний текст джерелаДрабовський, А. Г., П. В. Іванюта та М. І. Петренко. "РЕІНЖИНІРИНГ БІЗНЕС-ПРОЦЕСІВ ЯК НАПРЯМ УСПІШНОГО РОЗВИТКУ ДІЯЛЬНОСТІ ПІДПРИЄМСТВ". Food Industry Economics 10, № 2 (8 липня 2018). http://dx.doi.org/10.15673/fie.v10i2.960.
Повний текст джерелаД’яконова, А. К., Ф. А. Трішин, Л. А. Тітомир та О. М. Коротич. "Інноваційні напрямки розвитку закладів готельного господарства". Food Industry Economics 13, № 1 (19 квітня 2021). http://dx.doi.org/10.15673/fie.v13i1.2005.
Повний текст джерелаВоробйов, Юрій, Ігор Бичков, Катерина Майорова, Олег Комісаров та Сергій Рябіков. "АНАЛІЗ ТЕНДЕНЦІЙ ВІТЧИЗНЯНОГО АВІАЦІЙНОГО ВИРОБНИЦТВА". InterConf, 11 грудня 2021, 329–33. http://dx.doi.org/10.51582/interconf.7-8.12.2021.038.
Повний текст джерелаКоваленко, Наталія, та Владислав Манжула. "РЕІНЖИНІРИНГ БІЗНЕС-ПРОЦЕСІВ ЯК ІНСТРУМЕНТ РОЗВИТКУ ПІДПРИЄМСТВА". Економіка та суспільство, № 33 (30 листопада 2021). http://dx.doi.org/10.32782/2524-0072/2021-33-84.
Повний текст джерелаShaposhnyk, Оlena. "ASSESSMENT OF THE STRATEGIC RISKS OF ENTERPRISE REENGINEERING WHICH ARE RESULTING IN THE MODERNIZATION OF THE SOFTWARE OF HERITAGE SYSTEMS." International scientific journal "Internauka". Series: "Economic Sciences", no. 5(37) (2016). http://dx.doi.org/10.25313/2520-2294-2020-5-5796.
Повний текст джерелаДисертації з теми "Реінжиніринг виробництва"
Кривоконь, Марина Олександрівна. "Реінжиніринг виробництва в антикризовому управлінні". Thesis, Національний технічний університет "Харківський політехнічний інститут", 2020. http://repository.kpi.kharkov.ua/handle/KhPI-Press/44592.
Повний текст джерелаDissertation for the degree of Candidate of Economic Sciences, speciality 08.00.04 – Economics and Management of Enterprises (by types of economic activity). – National Technical University "Kharkiv Polytechnical Institute", Kharkiv, 2019. In dissertation work the theoretical and methodological positions of anti-crisis management of domestic machine-building enterprises based on the use of radical tools of redesigning of production processes are considered. The author formulates his own scientific position regarding the characterization of the reengineering of production in crisis management as an active strategic method, which allows to optimize production processes in heavy engineering enterprises and their associations in order to provide a quick response to the manifestations of the crisis in order to further enable the functioning of the crisis. The methodical approaches to the systematization of production processes of enterprises of heavy engineering, which are distributed according to the types of production at each stage of the production cycle, are improved, and they allow to formulate a concretized list of basic and auxiliary production processes as objects of reengineering. The dissertation substantiates the methodical approaches to the analysis of the patterns of construction and formation of the content content of the model of production reengineering at the enterprises of heavy mechanical engineering, which takes into account the use of tools of concentration and specialization of production and is based on the experience of process management of domestic enterprises, due to which it is possible to adapt the developed model for various enterprises of mechanical engineering and their associations using certain stages of the project of reengineering of production va modeling of production processes in accordance with their role in the production cycle of heavy machinery enterprises, which simplifies the process management system and reduces the cost of providing processes. There is determined that the core capabilities of reengineering in the crisis overcoming are: improving the basic performance of the enterprise by optimizing its production processes, improving production efficiency by redesigning logistics and technological processes, changing the structure of fixed assets and working capital in carrying concentration of production. The diagnosis of generalized financial and economic indicators of heavy engineering industry determine the main objects of reengineering the production:fixed assets (workshops, production space, equipment, intangible assets); production technology; internal logistics; organization of personnel; system of organization of raw material supply. The developed model of reengineering of production in crisis management enables structured crisis management tools, extending them through innovative approaches. Model reengineering of production involves the use of concentration, specialization and diversification within the association and each company separately, implementation of lean production, quality control systems and the creation of technological and engineering centers. Crisis management using reengineering is carried out by optimizing production processes, improving logistics, introducing a system of motivation, and improving the personnel supply system. The stages of implementation of the project of reengineering of production at heavy machinery enterprises were formulated and substantiated. At the preparatory stage, the company's diagnosis and construction of the project objectives tree are underway. The implementation phase includes modeling processes, determining options for conducting concentration, identifying and describing risks, forecasting results. The implementation phase involves concentrating, specializing and diversifying production, re-designing processes, creating incentive systems and quality management, optimizing staffing structure. The final stage is presented by the calculation of the project's performance indicators and the comparison of the performance with the expected. The paper assessed the efficiency of project implementation reengineering of production at enterprises of heavy engineering associations using the calculation of discounted cash flow, net present value, profitability index and internal rate of return. It is possible to find out what are the main factors of success: determination and consideration of risk exposure, ensuring a continuous process of project management and engagement group of specialists from different spheres of production, the use of innovative redesign of manufacturing processes, efficiency of use of radical crisis management tools for fixing achieved change. The methodical provision of crisis management by industrial enterprises is improved on the basis of the developed model of reengineering of production by expanding the functionality methods for optimizing production processes and interprocess relations, concentration and specialization of production. For the developed model, the means of implementing the strategic objectives of the project of reengineering of production are systematized, in accordance with the system approach in grouping executed operations in terms of content and objects, which allows to monitor and coordinate the implementation of strategic objectives at all stages of the project reengineering production.
Кривоконь, Марина Олександрівна. "Реінжиніринг виробництва в антикризовому управлінні". Thesis, Національний технічний університет "Харківський політехнічний інститут", 2020. http://repository.kpi.kharkov.ua/handle/KhPI-Press/44596.
Повний текст джерелаThesis for the degree of Candidate of Economic Sciences (PhD) in specialty 08.00.04 – economics and management (of economic activity). - National Technical University «Kharkiv Polytechnic Institute», Kharkov, 2019. In dissertation work the theoretical and methodological positions of anti-crisis management of domestic machine-building enterprises based on the use of radical tools of redesigning of production processes are considered. The author formulates his own scientific position regarding the characterization of the reengineering of production in crisis management as an active strategic method, which allows to optimize production processes in heavy engineering enterprises and their associations in order to provide a quick response to the manifestations of the crisis in order to further enable the functioning of the crisis. The methodical approaches to the systematization of production processes of enterprises of heavy engineering, which are distributed according to the types of production at each stage of the production cycle, are improved, and they allow to formulate a concretized list of basic and auxiliary production processes as objects of reengineering. The dissertation substantiates the methodical approaches to the analysis of the patterns of construction and formation of the content content of the model of production reengineering at the enterprises of heavy mechanical engineering, which takes into account the use of tools of concentration and specialization of production and is based on the experience of process management of domestic enterprises, due to which it is possible to adapt the developed model for various enterprises of mechanical engineering and their associations using certain stages of the project of reengineering of production va modeling of production processes in accordance with their role in the production cycle of heavy machinery enterprises, which simplifies the process management system and reduces the cost of providing processes. There is determined that the core capabilities of reengineering in the crisis overcoming are: improving the basic performance of the enterprise by optimizing its production processes, improving production efficiency by redesigning logistics and technological processes, changing the structure of fixed assets and working capital in carrying concentration of production. The diagnosis of generalized financial and economic indicators of heavy engineering industry determine the main objects of reengineering the production:fixed assets (workshops, production space, equipment, intangible assets); production technology; internal logistics; organization of personnel; system of organization of raw material supply. The developed model of reengineering of production in crisis management enables structured crisis management tools, extending them through innovative approaches. Model reengineering of production involves the use of concentration, specialization and diversification within the association and each company separately, implementation of lean production, quality control systems and the creation of technological and engineering centers. Crisis management using reengineering is carried out by optimizing production processes, improving logistics, introducing a system of motivation, and improving the personnel supply system. The stages of implementation of the project of reengineering of production at heavy machinery enterprises were formulated and substantiated. At the preparatory stage, the company's diagnosis and construction of the project objectives tree are underway. The implementation phase includes modeling processes, determining options for conducting concentration, identifying and describing risks, forecasting results. The implementation phase involves concentrating, specializing and diversifying production, re-designing processes, creating incentive systems and quality management, optimizing staffing structure. The final stage is presented by the calculation of the project's performance indicators and the comparison of the performance with the expected. The paper assessed the efficiency of project implementation reengineering of production at enterprises of heavy engineering associations using the calculation of discounted cash flow, net present value, profitability index and internal rate of return. It is possible to find out what are the main factors of success: determination and consideration of risk exposure, ensuring a continuous process of project management and engagement group of specialists from different spheres of production, the use of innovative redesign of manufacturing processes, efficiency of use of radical crisis management tools for fixing achieved change. The methodical provision of crisis management by industrial enterprises is improved on the basis of the developed model of reengineering of production by expanding the functionality methods for optimizing production processes and interprocess relations, concentration and specialization of production. For the developed model, the means of implementing the strategic objectives of the project of reengineering of production are systematized, in accordance with the system approach in grouping executed operations in terms of content and objects, which allows to monitor and coordinate the implementation of strategic objectives at all stages of the project reengineering production.
Кривоконь, Марина Олександрівна. "Концентрація як складова процесу реінжинірингу виробництва". Thesis, НТУ "ХПІ", 2013. http://repository.kpi.kharkov.ua/handle/KhPI-Press/26702.
Повний текст джерелаТаранюк, Леонід Миколайович, Леонид Николаевич Таранюк, Leonid Mykolaiovych Taraniuk, Д. Ю. Казбан та А. Ю. Бавикіна. "Показники оптимізації бізнес-процесів при проведенні реінжинірингу виробництва". Thesis, Сумський державний університет, 2014. http://essuir.sumdu.edu.ua/handle/123456789/36910.
Повний текст джерелаДмитренко, Олександра Костянтинівна. "Організація реінжинірингу на експортноорієнтованому підприємстві ПАТ «Запоріжсталь»". Магістерська робота, 2020. https://dspace.znu.edu.ua/jspui/handle/12345/1352.
Повний текст джерелаUA : Кваліфікаційна робота магістра: 111 с., 16 рис., 31 табл., 2 додатки, 50 джерел. Предмет дослідження: теоретичні та методологічні засади реінжинірингу бізнес-процесів промислового підприємства. Об’єкт дослідження: металургійне підприємство ПАТ «Запоріжсталь». Мета роботи: розроблення комплексу заходів із реінжинірингу бізнес-процесів на ПАТ «Запоріжсталь», спрямованих на підвищення ефективності його діяльності та зміцнення конкурентних переваг. Методи дослідження: системний, аналітичний, економіко-математичний. Під час написання роботи було досліджено теоретичні засади реінжинірингу бізнес-процесів на промисловому підприємстві, визначено сутність та зміст реінжинірингу бізнес-процесів, розглянуто механізм організації та реалізації проектів з реінжинірингу, досліджено методології моделювання бізнес-процесів діяльності підприємства, проведено організаційно-економічну характеристику діяльності та проаналізовано фінансово-економічний стан ПАТ «Запоріжсталь», наведено характеристику основних інвестиційних проектів ПАТ «Запоріжсталь» з реінжинірингу бізнес-процесів, визначено ефективність інвестиційного проекту з реконструкції доменної печі № 3 та запропоновано заходи з реінжинірингу бізнес-процесів на підприємстві.
EN : Master's thesis: 111 pages, 31 tables, 16 drawings, 2 attachments, 50 sources. Subject of research: theoretical and methodological principles of reengineering business process of industrial enterprise. Object of research: PJSC «Zaporizhstal». Purpose of thesis: development of a complex of actions from reengineering of the business processes of PJSC «Zaporozhstal» directed to increase the efficiency of activity and strengthening of competitive advantages. Research methods: systematic, analytical, economic and mathematical. When writing work it was investigated theoretical bases of reengineering of business processes at the industrial enterprise, the essence and content of reengineering of business processes are defined, the mechanism of the organization and implementation of projects on reengineering is considered, it is investigated methodologies of modeling of business processes of activity of the enterprise, is carried out organizational economic characteristics of activity and are analysed a financial and economic condition of PJSC Zaporozhstal, is given characteristic of the main investment projects of PJSC Zaporozhstal from reengineering of business processes, are defined efficiency of the investment project on reconstruction of blast furnace No 3 and it is offered actions on reengineering of business processes at the enterprise.